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Pricing Strategies Over the Product Life Cycle
- 2. CHAPTER 7 Pricing Over the Product Life Cycle Prepared by: Group 1 Alcoriza, Marysol David, Kristine Jane Eleponga, Alyana Insigne, Joyce Liwag, Niño Jose Vecinal, Vhalene Verroya, Maris
- 3. Objectives LO1 Discuss the rationale behind the marketing concept of product life cycles LO2 Explain key pricing considerations and strategies relative to the product life cycle.
- 4. Adapting Strategy in an Evolving Market
- 5. PRODUCT LIFE CYCLE OVERVIEW Planning and product lunching
- 6. New Products and the Product Life Cycle
- 7. New Products and the Product Life Cycle Two reasons that makes new product pricing especially important: • New products represent a primary source of organic volume and profit growth and avoiding pricing mistakes can have both short and long-term impact on financial performance. • New product launch creates an excellent opportunity to reengage with customers to change what and how they purchase.
- 8. Pricing the Innovation for Market Introduction An innovation is a product so new and unique that buyers find the concept somewhat foreign.
- 9. Recognition of diffusion process is extremely important in formulating pricing strategy for two reasons: When information must diffuse through a population of potential buyers, the long-run demand for an innovative product at any time in the future depends on the number of initial buyers. The early adopters are people particularly suited to evaluate the product before purchase. Pricing the Innovation for Market Introduction
- 10. Communicating Value with Direct Sales Education usually involves a direct sales force trained to evaluate buyers’ needs for innovations that involve a large dollar expenditure per purchase.
- 11. Marketing Innovations through Distribution Channels Innovative products that are sold indirectly through channels of distribution do not have sufficiently large sales per customer to make direct selling practical. The problem of educating buyers and minimizing their risk does not go away when the product is handed over to a distributor
- 12. Pricing New Products for Growth Once a product concept gains a foothold in the marketplace, the pricing problem begins to change. In growth, the buyer’s concern about the product’s utility begins to give way to a more calculating concern about the cost and alternative brands.
- 13. Two Marketing Strategies Differentiated Product Strategy Cost Leadership Strategy Pricing New Products for Growth
- 14. Pricing within a Differentiated product strategy The role of pricing in differentiated product strategy is to collect the rewards from producing attributes that buyers find uniquely valueable. Ex. Skim pricing - Godiva (chocolate), BMW (automobiles), and Gucci (apparel), use skim pricing to focus their differentiated product strategies.
- 15. Skim pricing/Price skimming a pricing strategy that set new product price high and subsequently lowers them as competitors enter the market. Penetration pricing is also possible for a differentiated product, this is common in industrial products. - Microsoft used penetration pricing to ensure that its product became the dominant architecture and default standard for software application programmers.
- 16. Pricing within a Cost-leadership Strategy The firm directs its marketing efforts toward becoming a low-cost producer. In growth, the firm must focus on developing a product that it can produce at minimum cost, usually but not necessarily by making the product less differentiated. The firm expects that its lower cost will enable it to profit despite competitive pricing. Ex. Penetration pricing - Japanese manufacturers used this to exploit their cost advantages and dominate world markets for TV sets.
- 17. Price Reductions in Growth The best price for the growth stage, regardless of one’s product strategy, is normally less than the price set during the market development In most cases, new competition in the growth stage gives buyers more alternatives from which to choose. The growth stage is characterized by a rapidly expanding sales base. New firms can generally enter and existing ones expand without forcing their competitors’ sales to contract. stage.
- 18. Pricing the Established Product in Maturity A typical product spends most of its life in maturity, the phase in which effective pricing is essential for survival. Earning a profit in maturity hinges on exploiting whatever latitude one has.
- 19. Pricing latitude is further reduced by the following factors that increase price competition as the market moves form growth to maturity: the accumulated purchase experience of repeat buyers improves their ability to evaluate and compare competing products, reducing brand loyalty and the value of a brand’s reputation. the imitation of the most successful product designs, technologies, and marketing strategies reduces product differentiation, making various brands of different firms more directly competitive with one another. And buyers’ increased price sensitivity and the lower risk that accompanies production of a proven standardized product attract new competitors whose distinctive competence is efficient production and distribution of commodity products.
- 20. Unbundling Related Products and Services The goal in the market development stage is to make it easy for the potential buyers to try the product and experience its benefits. In growth, it makes sense for the leading forms to continue bundling products for a different reason because the bundle make it more difficult for competitors to enter.
- 21. Improved Estimation of Price Sensitivity In maturity, when the source of demand is repeat buyers and when competition becomes more stable, one may better gauge the incremental revenue from a price change and discover that a little fine tuning of price can significantly improve profits.
- 22. Improved Control and Utilization Costs As the number of customers and product variations increases during the growth stage, a firm may justifiably allocate cost among them arbitrarily.
- 23. Expansion of the Product Line Although increased competition and buyer sophistication in the maturity phase erode one’s pricing latitude for the primary product, the firm may be able to leverage its position to sell peripheral goods or services that it can price more profitability by expanding its product line.
- 24. Re-evaluation of Distribution Channels Finally, in the transition to maturity, most manufacturers begin to reevaluate their wholesale prices with an eye to reducing dealer margins. There is no need in maturity to pay dealers to promote the product to new buyers.
- 25. Pricing a Product in Market Decline The goal of strategy in decline is not to win anything; for some it is to exit with minimum losses. For others the goal is simply to survive the decline with their competitive positions intact and perhaps strengthened by the experience.
- 26. There are three general strategic approaches that can be adopted in a declining market, they are: Retrenchment; Harvesting; or Consolidation. Alternatives Strategies in Decline
- 27. Retrenchment is a carefully planned and executed strategy to put the firm in a more viable competitive position, not to stave off collapse.
- 28. Harvesting strategy is a phased withdrawal from an industry. It begins like retrenchment with abandonment of the weakest links. The goal of harvesting is not a smaller, more defensible competitive position but a withdrawal from the industry.
- 29. Consolidation strategy is an attempt to gain a stronger position in a declining industry. Such a strategy is a viable only for a firm that begins the decline in a strong financial position, enabling it to weather the storm that forces its competitors to flee.
Editor's Notes
- Products, like people, typically pass through predictable phases. A product is conceived and eventually “born;” it “grows” as it gradually gains in buyer acceptance, eventually it “matures” as it attains full buyer acceptance, and then it ultimately “dies” as it is discarded for something better. There are, of course, exceptions to this process. Death sometimes comes prematurely, dashing expectations before they even begin to materialize; youth sometimes extends inordinately, deceiving the unwary into thinking it can last forever. Still, the exceptions notwithstanding, the typical life pattern affords managers a chance to understand the present and anticipate the future of most products. Such understanding, anticipation, and preparation make up a firm’s long-run strategic plan. Profitable pricing is the bottom line measure of that plan’s success. The market defined by the introduction of a new product evolves through four phases: development, growth, maturity, and decline, as Exhibit 7-1 illustrates. In each of its phases, the market has a unique personality. Accordingly, one’s pricing strategy must vary if it is to remain appropriate, and one’s tactics must vary if they are to remain effective.
- This lesson will cover the market defined by the introduction of a new product and how it develops through the four phases. These phases are: Development/Introduction; Growth; Maturity; and Decline. In each of these phases, the market has a unique personality. Pricing strategy must vary if it is to remain appropriate, and tactics must vary if they are to remain effective.
- New products play an integral, frequently misunderstood, role in the product life cycle. Every product cycle begins with the launch on an innovative new product. When Apple iPod first hit stores in 2002, it transformed the way that consumers purchased, stored, and consumed music. Today, the market for portable music players with electronic storage capacity is in the growth stage of the product life cycle with few signs of reaching maturity any time soon. Understanding the unique aspects of pricing new products, regardless of the stage of the life cycle, is crucial for a number of reasons.
- First, new products represent a primary source of organic volume and profit growth, and avoiding pricing mistakes can have both short and long-term impact on financial performance. If priced too high at launch, a new product will fail to achieve the volume necessary to maintain short-term profitability. Conversely, if priced too low, a new product may achieve its volume targets while failing to deliver sufficient profits. The latter scenario, pricing too low at launch, can have long-term implications for future profit growth because existing products are the primary reference price for future products. As we explained in Chapter 6, customers with a low reference price will frame the purchase as a loss, leading to greater price sensitivity and lower willingness-to-pay.
- Successful launches of innovations hinge upon the education process that customers undergo. Most of what individuals learn about innovative products comes from seeing and hearing about the experiences of others. The diffusion of that information from person to person has proved especially influential for large-expenditure items, such as consumer durables, where buyers take a significant risk the first time they buy an innovative product.
- The attainment of initial sales is often the hardest part of marketing an innovation. In many cases they are the also people to whom the later adopters, or imitators, look for guidance and advice.
- The first refrigerators, for example, were sold door-to-door to reluctant buyers who did not yet know they needed such an expensive device. The salesperson’s job was to help buyers imagine the benefits that a refrigerator offered, beyond those that an ice chest was already capable of providing. Only then would those first buyers abandon tradition to make a large capital expenditure on new, risky technology. Business buyers are equally skeptical of the value of new innovations.
- The innovator must somehow convince the distributors who carry the product promote it vigorously. One way to do this is with low wholesale pricing to distributors. The purpose of low wholesale prices is to leave distributors and retailers with high margins, giving them an incentive to promote the product with buyer education and service.
- Once a product concept gains a foothold in the marketplace, the pricing problem begins to change. Repeat purchasers are no longer uncertain of the product’s value since they can judge it from the previous experience. As competition begins to break out in the innovative industry, both the original innovator and the later entrants begin to assume competitive positions and prepare to defend them. In doing so, each must decide where it will place its marketing strategy on the continuum between a pure differentiated product strategy and a pure cost leadership strategy.
- A differentiated product strategy may be focused on a particular buyer segment or directed at multiple segments. In either case, the role of pricing is to collect the rewards from producing attributes that buyers find uniquely valuable. If the differentiated product strategy is focused, the firm earns its rewards by skim pricing to the segment that values the product most highly
- 1. This is common in industrial products where a company may develop a superior piece of equipment, computer software, or service, but price it no more than the competition. The price is used to lock in a large market share before competitors imitate, and therefore eliminate, the product’s differential advantage. Although the Windows operating system is clearly a unique product, Microsoft used penetration pricing to ensure that its product became the dominant architecture and default standard for software application programmers
- Like the differentiated product strategy, a cost leadership strategy can also be either focused or more broadly based. If a firm is seeking industry-wide cost leadership, penetration pricing often play an active role in the strategy’s implementation. When the source of the firm’s anticipated cost advantage depends on selling a large volume, it may set low penetration prices during growth to gain a dominant market share.
- The growth stage will not precipitate aggressive price competition except when the production economies are large and the market is price-sensitive, the sales volume determines the industry standard, and when the growth of production capacity jumps ahead of the growth in sales. In these cases, price competition can become bitter as firms sacrifice short-term profit during growth to ensure their profitability in maturity. The most profitable price strategies in growth are usually segmented whether or not pricing competition becomes intense. The logic behind this is that in the introduction phase, all customers are new to the market and technology is simple while in growth, customers naturally segment themselves between those who are coming new to the market and those who are knowledgeable and experienced purchasers. Additionally, different groups of customers emerging during the growth stage may receive different levels of value or have different costs-to-serve.
- Many products fail to make the transition to market maturity because they failed to achieve strong competitive positions with differentiated products or a cost advantage. Pricing latitude is further reduced by the following factors increasing price competition as the market moves from growth to maturity:
- All of these factors worked to reduce prices and margins for photocopiers during the early 1980s and for personal computers and peripherals during the 1990s. Effective pricing in maturity focuses on valiant efforts to buy market share but on making the most of whatever competitive advantages the firm has. Even before industry growth is exhausted and maturity sets in, a firm does well to seek out opportunities to improve its pricing effectiveness to maintain its profits in maturity, despite increased competition among firms and increased sophistication among buyers. Fertile ground for such opportunities lies in the following areas:
- As the market moves toward maturity, bundling normally becomes less a competitive defense and more a competitive invitation. Competitors imitate the differentiating aspects of products in the leading company’s bundle. This makes it easier for someone to develop just one superior part. In maturity, when the source of demand is repeat buyers and competition remains more stable, one may better gauge the incremental revenue form a price change and discover that a little fine tuning may significantly improve profits.
- Given the instability of the growth stage of the life cycle, when new buyers and sellers are constantly entering the market, formal estimation of buyers’ price sensitivity is often a futile exercise. Estimates of price-volume trade-offs during growth frequently rely on qualitative judgments and experience from trial-and-error experimentation The techniques for making such estimates of price sensitivity are outlined in Chapter 12.
- In the transition to maturity, a more accurate allocation of incremental costs to sales may reveal opportunities to significantly increase profit. A careful cost analysis will identity those products and customers that are simply not carrying their weight.
- The discounters who earlier could destroy one’s market development effort can in maturity ensure one’s competitiveness among price-sensitive buyers.
- A downward trend in demand driven by customers adopting alternative solutions characterizes the market in decline. The effect of such trends on price depends on the difficulty the industry has in eliminating excess capacity.
- The harvesting firm does not price to defend its remaining market share but rather to maximize its income. The harvesting firm may make short-term investments in the industry to keep its position from deteriorating too rapidly, but it avoids fundamental long-term investments, preferring instead to treat its competitive position in the declining market as a cash cow for funding more promising ventures in other markets.
- A successful consolidation leaves a firm poised to profit after a shake-out, with a larger market share in a restructured less-competitive industry. Consolidation is the approach adopted by Nikon and Canon that recognized that the high-end market for art photography is likely to remain viable for may years. The lesson from the camera industry is that there are strategic choices that can improve even the worst phases of life cycles.